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It is staggering that close to 80% of change initiatives end up failing, or falling far short of delivering on their intended benefits. For the most part, this is not because they are not valuable initiatives, but rather it is mostly attributed to flawed execution, failure to understand what the change is about, failure to realize the extent of the organizational change and a disconnect between the strategic aspect of the change and the tactical elements that include the project itself, the team involved and the measurement of success.

This program connects change management and project management in a unique manner at 4 different levels:

  • Introduction of change management practical concepts
  • Review of leadership attributes for effectively leading change initiatives
  • Establish a connection between the change initiative and project management by ensuring project managers fully understand the impact their projects’ products and results will have on the organization
  • Provide project managers with relevant concepts to effectively lead their project within the changing environment


This program helps integrate projects, their context, and the reasons why are they taking place. While it does not cover business analysis elements related to building a business case, it covers the strategic context and the vision that are behind the need for the project. Further, the program helps participants build a solid thread of reasoning, rationale, and continuity and it enables project managers and business leaders to make informed decisions.

After taking this program, participants will be positioned to effectively lead projects in a way that meets the actual needs for which the project was undertaken and it helps project managers better understand change management concepts and allows business leaders to understand the applicable project management and change management touchpoints.

In turn, this will lead to a greater success with the alignment between the organizational change initiative and the tactical elements that ensue in the form of project management, with focus on both “traditional” project considerations, as well as organizational change in the context of agile.


By the end of the session, participants will be able to:

  • Identify realities, challenges and barriers related to change
  • Make a connection between project management and the change it introduces to the organization
  • Develop the capacity to lead different types of change (e.g., strategic plans, lifecycle changes, market, leadership, process, restructuring, M&A, outsourcing)
  • Engage in appropriate leadership styles in the project and across organizational boundaries and learn to lead from anywhere in the organization
  • Align project elements (including people, processes and structures)with organizational strategy and needs
  • Balance planning with execution
  • Build commitment and consensus and handle resistance
  • Foster sustainable change capacity within the organization by connecting the change initiative to the project and the tactical aspect of the change
  • Develop and communicate a compelling vision and strategy and create a tangible benefit measurement plan



The course is designed for project managers, senior project managers, project sponsors, managers of project managers and organizational leaders who are project stakeholders and work in any capacity.

It is also designed for business directors and vice-presidents, public sector directors and program managers, human resources managers, operations managers, and team leads.


There are no prerequisites for this course.


Participants will receive a course binder containing copies of presentation slides, case studies, and exercises


Explore the nature of effectively leading change initiatives

  • Explore leadership models and the organization’s style of leadership
  • Develop a personal leadership brand
  • Review and articulate realities, challenges and barriers to change


Develop a capacity for leading change

  • Learn to present the vision plan and engage the team to commit to action
  • Define and articulate the value proposition of the change
  • Realize the nature of organizational change
  • Frame the scope of change
  • Challenge the status quo


Manage the transition

  • Evaluate alternatives
  • Identify and align key stakeholders and critical roles that support successful change
  • Manage risks and resistance to the change
  • Frame and reframe the change through multiple points of view


Integrate, engage, connect and move forward

  • Identify critical success factors for leading and managing change initiatives
  • Connecting the organizational change to project management
  • Project management lifecycle stages for the change project
  • Agile organizational change considerations


course info

Course ID: PK-1095
Course Level: Advanced
Duration: 3 Days

upcoming sessions

Apr. 27, 2020 - Apr. 29, 2020
Instructor: Ori Schibi

Event starts in: 218 days
University of Windsor Continuing Education

Register Online


PMI Talent TriangleThe following table provides the breakdown of the professional development units (PDUs) for the 3-day version of this course aligned with the PMI Talent TriangleTM.

  Tech. Ldrshp. Strat. & Bus.
PMP 3 12 6
PgMP3 3 12 6
PfMP 1 5 2
PMI-ACP 2 1 1
PMI-SP 1 2 1
PMI-RMP 1 2 0
PMI-PBA 1 1 0

The three columns in the above table are Technical Project Management, Leadership, and Strategic & Business Management.

Other Credits

Other professional (re)certification credits are available, including:

  • Certified Business Analyst Professionals (CBAPs) earn 21CDUs (Category 2B)
  • Certified Software Quality Engineers (CSQEs) earn 3 RUs
  • CIPS Information Systems Professionals (ISPs) earn 21 Learning Credits
  • CIPS Information Technology Certified Professional (ITCPs) earn 21 Learning Credits